The Connection Magazine A.I.M. Mutual Fall 2016 | Page 13

The Fundamentals
THE CHARACTERISTIC OF ENERGIZERS
THAT MOVES ORGANIZATIONS TO THEIR
HIGHEST LEVELS OF PERFORMANCE IS
THAT OF A DREAMER.
successful leader is concerned about repeating the same message
too often. Yet his or her supporting team usually feels that they
cannot hear the message often enough.
5. Where procedure manuals give rules, company stories offer
morals. “Storytelling’s power is timeless,” says author Tom Peters.
“The marketplace is demanding that we burn the policy manuals
and knock off the incessant memo writing; there’s just no time. It
also demands we empower everyone to constantly take initiatives.
It turns out stories are a—if not, the—leadership answer to both
issues.”
6. Energizers know the value of the motto, “If it’s not broke, break
it.” They work outside normal rules and, thus, stand out in the eyes of
customers and their own associates. By unleashing your creativity,
you can spark the energy within your organization. Even simple
changes can mean a great deal to your unit or company.
7. Great benefits can be found in delegating without abdicating.
Remain accountable for your group, but don’t allow a decision to be
made at a higher level in the organization than it needs to be. Your
associates know the daily specifics of their jobs better than you
do. Foster an environment in which they design their function in a
framework consistent with the company’s mission and values.
8. Energizers understand the Pygmalion effect. People usually
accomplish what they believe they are expected to do. If we have
high expectations as leaders and mentors, our associates probably
will show excellent productivity. Your associates actually will rise to
the level of your trust or fall to the level of your mistrust.
9. Energizing and leading people are more powerful tools than
managing a process. By building trust with associates and customers,
leaders and mentors are able to put together the team described in
his or her mission statement. People care more about what’s in a
manager’s heart than about what is in his or her head.
10. Energizers surround themselves with associates who are
positive and realistic, rather than negative. A can-do attitude
characterizes energized leaders and mentors. It is seen in their
unwillingness to take “No” or “It’s never been done before” for an
answer.
The characteristic of energizers that moves organizations to their
highest levels of performance is that of a dreamer. Fred Smith’s
college term paper was graded “impractical”—but he used it as the
basis for building Federal Express. Steven Jobs acted on his dream of
having personal computers in every home and classroom.
Energizers manage their dreams. Each of us has the same capacity
with regard to our business. If we resist change, we will only fall
further behind. If we merely go along with change, then we will just
keep pace with it. But if we create change, we will be the ones who
lead it.

FALL 2016

SUPPLEMENT
The Ideal
Team
CONTENT
Player

How to Recognize and Cultivate The
Three Essential Virtues
BY: PATRICK LENCIONI

The Ideal Team Player, Lencioni
tells the story of Jeff Shanley,
a leader desperate to save his
uncle’s company by restoring its
cultural commitment to teamwork. Jeff must crack the code
on the virtues that real team
players possess, and then build
a culture of hiring and development around those virtues.
Beyond the fable, Lencioni
presents a practical framework
and actionable tools for identifying, hiring, and developing
ideal team players.

Hyper Sales
Growth
Street-Proven
Systems & Processes. How to
Grow Quickly &
Profitably.
BY: JACK DALY

Jack Daly is an
international expert
in sales and sales
management.
A deep dive into three critical areas includes:
1. Bu